The critical role of trust in obtaining retailer support for a supplier’s strategic organizational change

Investigating Relationships Among Festival Quality, Satisfaction, Trust, and Support: The Case of an Oriental Medicine Festival

“…Thus, organizers should ensure public transport access, convenient car parking, and an efficient site layout from the tourists' perspective. Previous studies on the relationship between trust and support have occurred in non-tourism areas mostly (Lusch et al, 2003;Rudolph, 2009). In tourism, Nunkoo and Ramkissoon (2012) did examine the trust and support relationship from a resident's perspective.…”

“…Rudolph (2009) suggests that political trust is an instrumental resource that can bolster public support for a conservative as well as a liberal policy agenda. Lusch et al (2003) show that retailers' trust was an important determinant of their support for the merger, whereas Nunkoo and Ramkissoon (2011a) asserted indirect relationships between satisfaction and support via the mediator of perceived impacts. Trust is an essential element in influencing and understanding exchanges between residents and the tourism industry when receiving support for tourism development (Nunkoo & Ramkissoon, 2011b).…”

Trust and Fairness During Strategic Change Processes in Franchise Systems

“…During such strategic change processes (SCPs), franchisees are often required to make major financial investments and/or adjustments in their trade practices without any guarantee of positive benefits (cf. Lusch et al, 2003). It is, therefore, surprising that the franchising literature so far has largely disregarded issues of strategic change in a franchise context (exceptions are Bradach 1997Bradach , 1998Parsa, 1999).…”

“…It is, therefore, surprising that the franchising literature so far has largely disregarded issues of strategic change in a franchise context (exceptions are Bradach 1997Bradach , 1998Parsa, 1999). Literature on change in other organizational contexts has argued and/or demonstrated that change recipients have to trust the initiator and leader of a change process (the change agent) and have to consider the implementation process as fair to accept the changes (e.g., Armenakis et al, 1993;Dent and Goldberg, 1999;Folger and Skarlicki, 1999;Ford et al, 2008;Lusch et al, 2003;Mishra and Spreitzer 1998;Pfeifer, 2007;Sindhav et al, Polo-Redondo, 2004 andDahlstrom andNygaard, 1995). Issues of trust and fairness are especially important in close relationships since in these relationships actions of one partner (intentional or not) are more likely to affect the other partner in unplanned and even adverse ways (Nooteboom, 2002).…”

Trust and Fairness in Franchise Relationships

“…Since cooperation in the hard form is closer and many interdependencies between the franchise partners exist, it is expected that the harder the franchise system the more important issues of trust and fairness are. Moreover, research has shown that concerns of trust, fairness and justice become especially important when a drastic change in the context of a relationship occurs (Sindhav et al, 2006;Lusch et al, 2003). In such situations outcomes are uncertain and a certain degree of trust between partners is needed because each of them cannot foresee the returns to be shared.…”